本研究目的在於瞭解企業合併後所實施的社會化戰術，對員工之新組織認同、原組織認同的影響，並探討合併後是否形成不同型態的雙組織認同組成。本研究以國內某一家經歷合併之銀行行員作為樣本，採用問卷進行資料收集，有效問卷為217份，分析結果如下：(1)合併企業所實施的社會化與員工對原組織之組織認同，兩者間存在顯著負相關；(2)合併企業所實施的社會化與員工對新組織之組織認同，兩者間存在顯著正相關；(3)合併後員工根據原組織認同以及新組織認同程度，形成四種不同型態的雙組織認同組成，分別命名為：「冷漠型」、「新奇型」、「並重型」、以及「念舊型」。文章最後針對研究發現進行討論，並提出管理意涵與未來研究建議。 The purposes of this study were to examine the impact of socialization on employees’original and new organizational identification after merger, and to explore the types of composition of dual-organizational identification. Samples of this study were bank staff with experienced the process of mergering. Questionnaires were used to collecting data. 270 questionnaires were returned and 217 questionnaires were valid. Resluts of this study were: (1) Socialization amalgamate company implemeting was negatively related to employees’ orginial organizational identification. (2) Socialization amalgamate company implemeing was positively related to employees’new organizational identification. (3) Four types of dual-organizational identification were formed based on employees’ original and new organizational identification, which were named as unconcerned type, novelty type, equal type and nostalgic type. Managerial implicatios and future research suggestions were also discussed in this paper.
